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Virtual management is the supervision, leadership, and maintenance of virtual teams—dispersed work groups that rarely meet face to face. As the number of virtual teams has grown, facilitated by the Internet, globalization, outsourcing, and remote work, the need to manage them has also grown. The challenging task of managing these teams have ...
A virtual team (also known as a geographically dispersed team, distributed team, or remote team [1]) usually refers to a group of individuals who work together from different geographic locations and rely on communication technology [2] such as email, instant messaging, and video or voice conferencing services in order to collaborate.
Virtual collaboration is the method of collaboration between virtual team members that is carried out via technology-mediated communication. Virtual collaboration follows the same process as collaboration, but the parties involved in virtual collaboration do not physically interact and communicate exclusively through technological channels. [ 1 ]
The phenomenon of a virtual workplace has grown in the 2000s as advances in technology have made it easier for employees to work from anywhere with an internet connection. The virtual workplace industry includes companies that offer remote work solutions, such as virtual meeting (teleconference) software and project management tools. Consulting ...
A virtual organization is a temporary or permanent collection of geographically dispersed individuals, groups, organizational units, or entire organizations that depend on electronic linking in order to complete the production process ( working definition [1]).
The Virtual Community: Homesteading on the Electronic Frontier. London: MIT Press. ISBN 0-262-68121-8. The author has made available an online copy; Rosenkranz, C.; Feddersen, C. (2010). "Managing viable virtual communities: an exploratory case study and explanatory model". International Journal of Web Based Communities. 6 (1): 5–14.
Another study found that team training improved cognitive, affective, process and performance outcomes. [12] Employee resistance and lack of teamwork skills may result where employees are required to work with other employees with whom they are unfamiliar. In this case, the new teams are breaking up established social relationships. [18]
Peopleware: Productive Projects and Teams is a 1987 book on the social side of software development, specifically managing project teams. It was written by software consultants Tom DeMarco and Tim Lister , from their experience in the world of software development.
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